Cutlip & Center's Effective PUBLIC RELATIONS

Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458

All rights reserved.

Cutlip & Center's

EffectivePUBLIC RELATIONS

PART IConcept, Practitioners, Context, and Origins

Chapter 3Organizational Settings

Tenth Edition




After studying Chapter 3, you should be able to:1. Discuss top management’s (dominant coalition)

impact on determining the relative importance and role of public relations.

2. Distinguish between line and staff functions.

3. Explain advantages and disadvantages of internal departments and outside counseling firms for serving an organization’s public relations needs.

Study Guide

3-1




After studying Chapter 3, you should be able to:4. Describe working relationships between the public

relations unit and other departments in organizations.

5. Outline four primary approaches public relations firms use for billing clients.

Study Guide

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Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458



1. Internal, not delegated

2. Internal, delegated department

3. External firm or agency

4. Internal–External Combination

Approaches To IntegratingPublic Relations

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Line and Staff Organization Chart

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Corporate Public Relations Department

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1. Commitment to and participation in public relations

2. Hires and retains competent counsel

3. Includes public relations in policy making

4. Uses two-way communication with both internal

and external publics

5. Acts consistent with what is said

6. Clearly defines goals and objectives

How Top ManagementShapes Public Relations

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What is an organization’s “dominant coalition”?

Why is public relations sometimes excluded from

the dominant coalition?

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1. Proximity and access

2. Organizational changes (management or structure)

3. Characteristics of practitioners

4. Extent to which research is used

5. Views of line managers and the practitioners themselves

Factors Influencing Public Relations’ Role in Management

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Advantages of an

Internal Department?

Disadvantages of an

Internal Department?

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Advantages of an

External Firm?

Disadvantages of an

External Firm?

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Annual Revenue Per Practitioner Based on Billable Hours for Ten

Largest Independent Firms (2007)

Total income = $148,000 Total employees

Data Source: Jack O’Dwyer’s Newsletter, 3/12/083-11




Annual Revenue Per Practitioner Based on Billable Hours for

Example Firms

Qorvis Communications, D.C. $ 354,616

Regan Communications, Boston 283,397

Edelman Worldwide PR, NY/Chicago 138,285

Waggener Edstrom, Bellevue, WA 132,968

Text 100 International, NY 109,0913-12




1. Monthly retainer

2. Minimum retainer, plus monthly charges

3. Hourly charges, plus expenses

4. Fixed project fee

Four Ways to Pay Counseling Firms:

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Cutlip & Center's Effective PUBLIC RELATIONS

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